Maori Leadership Network
E nga mana, e nga reo, e nga karangamaha e noho mai i raro i nga maunga korero o nga poari hauora a rohe e rima, tenei te mihi atu ki a koutou katoa. Kei raro iho nei ko nga kupu hei whakamaramahia te huarahi hei painga, hei oranga mo to tatau iwi.
It is an expectation that members of this group are committed to attending the quarterly face to face meetings, ensure that they are well prepared and consult with their stakeholders groups where possible prior to the meeting. Accommodation and disbursement will be provided for Taranaki and Tairawhiti representatives. Travel and meeting time should be supported by the individual organisations.
Meet the Members
|Tau Moeke - Kaumatua, Tairawhiti|
I was educated on the East Coast and Gisborne District. I worked in the Meat Industry for 26 years and then up-skilled at Waikato University. I have attained the following academic qualifications:
Midland Region MH&A Te Ao Whanau, Recovery solutions Tairawhiti, Ngati Porou Hauora, Regional Sector Meetings, Tairawhiti whanau whanui, Cultural Assessment Team Tairawhiti District Health.
Ko Tau Korea Moeke toku ingoa Ko Operu me Kahuitara nga Maunga Ko Reporua me Makatote nga Awa Ko Ngati Rangi me Te Aitanga a Mate nga Hapu Ko Ngati Uepohatu me Ngati Porou nga Iwi
My role as kaumatua with Te Ao Whanau is to assist, to contribute and educate those members of the Midland Regional Te Ao Whanau, the conditions of tikanga, kawa, and te reo in their practices. By ensuring that these practices are adhered to by all and for all concerned will help those in the Committee to deliver effective services.
It is additionally with the view to ensure safety in documentation regarding Maori, clarification of Maori world view, and providing cultural oversight for the members of this roopu.
As my immediate family are most paramount in my life my emphasis will be to make an effort to identify and embrace new ways and processes to ensure that whanau will be the centre of all considerations.
No reira e nga iwi e nga mana e nga reo. Noho ora mai koutou i roto i o koutou Kainga Oranga. Kia tae mai te wa ka tutaki ai tatou.
Skills that I bring:
Whanaungatanga, translation and Interpretation, research, cultural oversight, life and whanau experience within the mental health sector, and support to ensure that the strategic development for our whanau within the Midland Region and scoping Nationally will be for the benefit and advancement of Maori within the sector.
|Turaukawa Bartlett - Youth AOD Practitioner, Waikato|
Sector Linkages & Networks:
Ko Maungakiekie te maunga
I describe myself as a proud young Māori; devoted father to a child with special needs (ASD), and a husband to my soul mate of over 12 years. I hail from Orākei – Tāmaki Makaurau, where I was raised under the guidance of my grandmother; of whom gifted me the values of pono (honesty), māhaki (humility) and the notion of continually seeking and developing mātauranga (knowledge). I am a student of Te Reo Rangatira / Te Reo Māori and strongly passionate about the development and promotion of the language in all cultures and ethnicities; believing it to be a pathway of strengthening the understanding of Te Ao Māori.
Since 2016, I have supported Rangatahi in the Hauraki rohe as a Youth Worker and student AOD – Alcohol and Other Drug counsellor for Te Korowai Hauora o Hauraki. In this role, I have had the opportunity to support Rangatahi and their Whānau ‘kanohi ki te kanohi’; allowing me to gain a true perspective of the issues and barriers our Whaiora currently experience. These issues often relate to the normalisation of the many inter-generation trends and behaviours often involving substance use, and the subsequent effects on their mental wellbeing. These issues are most prevalent within the Māori community and carry a tremendous amount of tapu – sacredness and stigma contributing to their lack of engagement in the much needed services. As a strong believer in whānau collaboration and ‘mana enhancement’, I endeavour to utilise the concept of Tino Rangatiratanga / Self Determination in strengthening a person’s cultural identity; forming and guiding a pathway to wellness.
This passion is also reflected in my belief that Māori should be given a ‘voice’ in the consultation, development and implementation of all health service strategies. This is not simply because we are significantly over represented in poor health statistics, but also representing a commitment to upholding our nation’s obligations to the Te Tiriti o Waitangi, as well as the understanding that ‘Maori know what is good for Maori’. As a member of various reference and strategy development rōpū, I am able to exercise this passion ensuring that this ‘voice’ is not only heard, but acknowledged and recognised as the foundation of which any, and all strategies must be built upon.
Skills I Bring:
My skills strongly relate to my ability to lead, unify and mobilise rangatahi and their whānau to take action in strengthening their own communities. This is a concept that centres itself on Tino Rangatiratanga and the promotion of positive health strategies, breaking the socially constructed discourses that promote welfare dependency and a reoccurring cycle of cultural disconnection.
Examples of this include:
An example of this is seen with an interview of Sarah Tully – Dairy NZ Suicide Awareness Promoter. I was able to utilise social media as a forum to promote the awareness of suicide prevention. Within two weeks, the video had received over 1000 views and shared among different pages, including the Mana Tane Ora o Aotearoa and various rangatahi forums. This also created a pathway of initiating ‘healthy’ and courageous discussions.
Other interviews held also relate to motivating rangatahi to embrace their culture; professionalising the health sector and creating stronger inter-community networks and relationships.
As a ‘ face’ on the ‘frontline’ and recognised community leader, I believe I have the ability to provide the crucial information and undiluted feedback needed to appropriately evaluate and identify the ‘real’ success or failure of any past, present or any proposed future strategies. It seems of common thought that the development and implementation of any strategy, especially for our most disenfranchised population, must centre itself on meeting the ‘true’ need of the people it suggest to support.
This also relates to the rural environment in which I deliver support; providing a voice for those living in the ‘outskirts, a population often overseen in the development of the seemingly suburban focused strategies.
Whilst I understand that I do not possess a lifetime of experience in the health sector, I do possess a true passion for improving the wellbeing of Whaiora; in particular Te iwi Māori. I can only hope that this passion is an element that can be utilised in strengthening this group’s united voice.
Nga manaakitanga - Turaukawa Bartlet
|Hine Moeke-Murray - General Manager, Tairawhiti|
Credentials: Bachelor of Matauranga Maori (Te Wananga o Raukawa), Post Graduate Diploma Maori Studies (Massey University), Post Graduate Diploma Maori and Management (Te Wananga o Raukawa), Educator, Facilitator for working with Maori world view in cultural and non cultural environments. Former Kaiarahi for the Cultural Assessment Team Mental Health and Addiction Tairawhiti District Health, Whakaruruhau Matua for Te Ara Nunumi NZQA, current member of Midlands Region Te Ao Whanau (formerly Midlands Region Generating Action for Family and Whanau), Cultural Advisor for NGO groups within Tairawhiti, tutor for Te Wananga o Raukawa and Te Whare Wananga o Awanuiarangi in whanau and hapu development, tutor for appropriate cultural intervention and assessment for NGO sector within Te Tairawhiti, completed the suicide intervention and prevention diploma with Te Pu Wananga o Anamata, Nga Purei Whakataa Ruamano
Te Kupenga Net Trust, Recovery solutions, Midland Regional Groups - Te Ao Whanau and Midland Workforce Advisory, Marae within Tairawhiti, Wananga, Mental Health Services and Education with Whanau, Ngati Porou Hauora, Turanga Health, Tairawhiti District Health and all Mental Health Sectors within the organisation.
Ko Hikurangi te Maunga
I am first and foremost wahine Maori, a wife, mum and grandmother. However in my other life I am a cultural assessor for the Cultural Assessment Team Community Mental Health and Addiction Tairawhiti District Health Board. It is a privilege and pleasure to work for the only integrated cultural and mainstream team in Mental Health in Aotearoa that works alongside of the Psychiatric Assessment Team for all crisis and acute intervention 24/7, where kaupapa Maori intervention is valued, respected and acted on at first point of contact and assessment. I have been in this role for nearly three years. Previously I worked for Hauora Maori in General Medicine as the Kaiatawhai – Advocate for Maori inpatients at TDH. I have also worked with the Bereavement Care Team (Mortality Management Specialists) Counties Manukau District Health Board.
I have had various past roles in leadership and management although not all in the health or the mental health sector. I chose a particular line of academic study specifically pertaining to Maori, Maori world view, Maori philosophy and Maori, Management and Leadership from a Maori perspective. All the skills that I have gained are utilised in practice in Maori Mental Health.
I stay abreast of national drivers for Maori and participate in this from a NZQA forum with Te Whakaruruhau Hau Matua and as the chair of Te Ara Nunumi Whakaruruhau.
I have been extensively involved in the forward development of Mental health Assessment for hapu and train local NGO in cultural assessment appropriate to this rohe.
Skills I Bring:
A definite Maori lens in terms of working with family and whanau. I have extensive experience working at a national and regional level for Maori centred initiatives. I believe in and promote the health and well being of Maori and whanau and that the essence of Maori is found in our culture and the tohu that have been left by Tipuna.
I have management skills, assessment skills, auditing, the ability to view issues through a wide lens, I have extensive front line working knowledge of acute un-wellness for Tangata Whaiora and understand the absolute importance for the involvement of whanau whakapapa or whanau kaupapa as part of healing.
|Phyllis Tangitu - General Manager, Maori Health, Lakes|
As Crown agents, DHBs are required to act in a manner that is consistent with the Treaty of Waitangi principles of partnership, participation and protection in the delivery of health and disability services, in order to address disparities in health.
As the lead GM Maori Health Phyllish is responsibile for liaising with HealthShare on behalf of the Midland DHBs General Managers, Maori Health, to ensure identification of, and advocacy for, issues around Maori health and inequalities
Phyllis began her jouney in health when she became active in Iwi development in Te Arawa, in particular for rangatahi. That role primed her for a new position in Wellington in 1989 as National Co-ordinator of Affirmative Action Programmes for Maori in the health sector. From there, there was no holding her back. A year later Phyllis returned home to an appointment as operations manager for Te Runanganui o Te Arawa. This opportunity saw her contribute to the establishment of Te Mana Hauora o Te Arawa (Te Arawa health authority).
Phyllis, of Ngati Pikiao, Ngati Awa ki te Rangitaiki, and Ngati Ranginui descent, believes the foundation for much of the current work in Maori health at the Lakes DHB level, lies in groundbreaking developments in mental health at Rotorua Hospital. She credits Tutanekai Kinita, John Vercoe and Hapi Winiata who guided Po Te Atatu (the Maori mental health team) in the beginning as being instrumental in the organisation’s success. “When I started in mental health, the mental health service comprised of a 16-bed acute inpatient unit and a few nurses working in the community. Maori were high users of the inpatient unit and you frequently experienced 80 - 90 per cent Maori.”
From Mental Health, Phyllis led the establishment of Te Whakaruruhau, the Maori health team in Lakeland Health. Phyllis was selected to lead Te Whakaruruhau in the late 90s. Te Whakaruruhau was established in 1996 and provided a strategic focus on workforce development, planning, and mainstream responsiveness. Maori Health required a whole systems approach. When the Lakes District Health Board was set up early in 2001, Phyllis was appointed to her present position. The results of a Health Needs Assessment of the Lakes’ population identified Maori health as a top priority for the new DHB.
“The challenge is for Maori health to effect change that shows real improvement in health gain for Maori, while the statistics of recent decades show no gains have been made so far. This is a daunting task for the Maori health division of the DHB, the board and my fellow colleagues. The issues for Maori health status in this region are quite significant and complex. We have to be real about what we can attain in the next two to three years,”
Phyllis continues to lead Maori Health development in Lakes DHB and acknowledges the many people that have supported her as she has grown with the organisation. Phyllis is also, a ministerial appointment to the Mental Health Review Tribunal, a former director of Te Rau Matatini (National Maori workforce board), Co-Chair of Nga Purei Whakataa Ruamano, a community member on Te Kaunihera Maori of the Royal Australia and New Zealand College of Psychiatrists. And acknowledges her biggest achievement to her whanau, partner to Wi and mother of Te Kahu o Te Rangi, Tahangawari, and Tamihana, and Kuia to Moanaroa.
|Donna Blair - General Manager, Lakes|
For the past 18 years I have worked within the AOD sector beginning my training with CIT in Christchurch before moving to CADS West in Auckland. From there I moved to Te Atea Marino, Regional AOD Maori service prior to moving to CADS North as a Clinical Supervisor. This lasted a short eight months before accepting the position as Clinical Team Leader at CADS South.
In 2006 I moved to Rotorua to take up the General Managers position with Te Utuhina Manaakitanga Trust. The Trust has developed considerably in the last six years thanks to the support of passionate people within the sector.
I have been privileged to work in the AOD Sector and have witnessed many whanau transformations.
At present I am taking a break from studies to concentrate on the development of the Te Arawa Whanau Ora Collective and the merger between ourselves and Tipu Ora Charitable Trust.
|Stacey Porter - Maori Advisory, Werry Workforce Wharaurau|
Stacey descends from Ngai Takoto, Ngāti Kahu and Ngāpuhi in the far north, and Rongowhakaata, Ngāti Maru on the east coast. Stacey has a background in kaupapa māori and extensive experience in Māori mental health, Māori policy, Māori education and community legal needs.
With the support of our Kaumātua, Stacey brings passion for structure and critical analysis of traditional concepts to ensure the Werry Workforce Whāraurau team can develop sustainable, authentic best practices that will benefit all projects intended to meet the needs of mokopuna. Mauri ora!
|Terry Huriwai - Kaiwhakahaere, Te Rau Matatini|
Terry would like to describe himself as quiet, shy and retiring. Many of those who know him may agree. The humble, compassionate gentleman who sits behind the glasses has supported the addiction sector for many years.
Beginning his career as a probation officer in Christchurch he formalised various roles at Te Rito Arahi, Māori Alcohol and Drug Treatment Service with an iwi secondment in 1994. Since then, Terry has had roles in the National Addiction Centre at the University of Otago, the Ministry of Health, Matua Raki and now manager of the Te Hau Mārire programme within Te Rau Matatini.
Throughout the many roles, Terry has taken every opportunity to share knowledge at local, regional and national levels–to influence and shape practice and service delivery to enhance Māori wellbeing. Many will attest to the multitude of articles, guidelines and intel emailed at random times throughout the day or night.
Terry’s many achievements include publications in gambling, alcohol and other drug and workforce development. He has been involved in the development and implementation of the Takarangi Competency Framework and is a co-author of He Tete Kura, Māori Addiction Treatment:1980-2008. Terry can attest to the many challenges and continued growth in the sector but it is fair to say he has been an active participant in much of the past, current and future history of the addiction treatment sector.
Terry would say one of his greatest achievements would be to spoil the ‘moko’ without getting caught by the parents.
- Pania Hetet, Tuhoe Hauora, BOP
- Libby Moeke, Recovery Solutions, Tairawhiti
The Maori Leadership Network is supported by the Midland Regional Mental Health & Addiction Network Team:
- Eseta Nonu-Reid - Midland MH&A Region Director
- Akatu Marsters - Midland MH&A Business Support Coordinator
- Steve Neale - Midland MH&A Workforce Planning Lead